One of the greatest sins a “leader” can commit is to work alone.  Good leadership equips, empowers, trusts, and releases.  The best way to do this is through teams, and this is a good definition of team.  “A team is a group organized to work together to accomplish a set of objectives that cannot be achieved effectively by individuals.” 

Teamwork is the wisest means by which to contribute to an organization.  An organization that does not use teams is limited by the capabilities of its weakest or most fearful leader. 

Weak leaders function like log jams that slow everyone else down or even prevent forward motion.  Fears, vested interests, ego, or prejudices can hamper the health and effectiveness of an organization.

That’s why teams are important.  In teams, everyone has a vital role to play, everyone is empowered to contribute, and every opinion is important in the formation of direction.  Teams also require humility to function correctly.  A “leader” with huge ego issues will not be able to function in a team setting; it will be too threatening.

The same article about teams, quoted above, has a set of guidelines for team membership.  The whole list is not printed here, but note the emphasis on individual contribution in the items listed.

• Contribute ideas and solutions
• Recognize and respect differences in others
• Value the ideas and contributions of others
• Listen and share information
• Be flexible and respect the partnership created by a team — strive for the “win-win”

Autocratic and egotistic leaders are only able to reach to their personal limits.  In team work, individual commitment usually transcends the team. A team outperforms an individual and all reasonable expectations given to its individual members. That is, a team has a synergistic effect…one plus one equals a lot more than two.

Jesus understood the importance of “team” and its ability to transform individuals.  He took 12 men who, individually, could never have accomplished what they did as a team in a few short years.  During his three years with them, he empowered them, allowed them to fail, and when needed, supplied specific teaching.

Teamwork is vital to healthy organizations, business or religious.  An individual that tries to “lead” by himself is a danger to progress and growth, because he will function like a governor on a motor and slow the organization to his own limitations.

I just finished Keith Ferrazzi’s excellent book, Never Eat Alone.  I found out about the book from several references to it on LinkedIn’s excellent business networking site.  Still, you never know what you’re going to find when you buy a book based on others’ recommendations.

Almost from the first page of the book I was hooked.  I knew that Ferrazzi had a different take on things than most business success types.  He knows that no one is “self-made” in the strictest sense of the word.  We’re all in this together, and people who are generous to others are the most successful in their pursuits.  Here are a few quotes from Ferrazzi.  

• Poverty, I realized, wasn’t only a lack of financial resources; it was isolation from the kind of people that could help you make more of yourself, page 5.
• I learned that ‘real’ networking was about finding ways to make ‘other people more successful, page 9.
• “So you want the inside scoop,” I respond.  “Fair enough.  I’ll sum up the key to success in one word:  generosity,” page 14.
• Autonomy is a life vest made out of sand, page 17.
• In other words, the currency of real networking is not greed but generosity, page 21.
• I would argue that your relationships with others are your finest, most credible expression of who you are and what you have to offer, page 22.

I think the book has indispensable information for anyone that is wanting to connect with the world around.  I find it to be especially relevant in a church planting context and would immediately recommend it as a “must read” book.  Ferrazzi also has a blog which is fun to read.  Enjoy.

“The only thing worse than training your people and having them leave is not training them and having them stay.”  Henry Ford.

 Organizations that do not train their people are poured in ideological and methodological concrete.  In some respects they are like a university that never allows research or thought that is dated after a particular time.  This effectively freezes all learning, and the university (or organization) gets no benefits from new discovery.

What’s interesting to me is that some organizations have failed to see the importance of training, forcing their leaders and members to function without the benefit of new thought and new discovery.  Whether they believe this or not, they act as if history is static requiring no new approaches. 

Imagine where we would be, for example, if we still operated with the assumption that the earth is the center of our solar system or without the understandings that come from the Theory of Relativity.  Our science would be impaired, and we would not have much of the exciting new body of knowledge that came from those discoveries.

All this makes Ford’s quote so relevant.   Having untrained people stay in an organization hamstrings the organization.  It cannot become any better than the current level of understanding and practice.

The solution is not to get rid of untrained people, but rather to start a process by which members and leaders can be exposed to new information.  This can be done through reading, audio and video resources, and exposure to successful organizations.  Visionary leaders see the importance of informing and training.

Trained and competent leaders take organizations to greater levels of effectiveness.  Untrained people keep organizations chained to a point somewhere in the past as history and culture move rapidly forward.  

Yesterday Jennifer Krumm, COO of the Greater Merced Chamber of Commerce, and I went to an all-day seminar at the California Chamber of Commerce.  The seminar was entitled “Taking Your Chamber to the Next Level,” and it was sponsored by Superchex, a Chamber group that provides training for local Chambers to help them offer better programs and leadership to their respective communities.

I told Bev that it is stimulating to be around dynamic people.  The folks presenting and attending the seminar all had two or three general qualities.  The first was a desire to learn and grow.  They wouldn’t have been at the conference if that wasn’t true.  The second was a commitment to their respective communities.  Leadership at this level requires some personal sacrifices.  And the third was the ability to envision a better future.  Those qualities create interesting conversations.

One of my favorite quotes from the day was made by Dave Kilby, one of the presenters.  He told us about a tourist that was asking an elephant handler in India how it was that so large an animal could be tethered by a single chain and stake.  “The elephant could rip the stake out of the ground so easily,” the tourist said.  The handler responded this way.  “When the elephant was a baby, we tethered him to the stake, and because he was small he couldn’t pull it out of the ground.  The elephant assumes that he still can’t pull it out, and that’s what keeps him tethered there.”

It makes me wonder how many churches, individuals, and other institutions are like the elephant, tethered to something or some idea that keeps them shackled to the past.  I like seminars like the Superchex event because they cause you to examine ideas which may be limiting your growth and progress.

I really admire my friend Russ.  He is one of the kindest and most attentive people I know.

It’s not unusual to find a message on my cell phone.  “Hi Bruce, this is Russ.  I was just calling to say hello and see how you’re doing.”  It takes him about a minute to do that, but it really makes my day to get the voice mail.

Recently Russ and I were talking about what it takes to make organizations hum.  Again, he knows what people need in order to be encouraged and empowered.

I would summarize what he said in this way.  1) Take time to talk to people.  Not e-mail.  Talk.  2) Make sure that you don’t take people for granted.  Let them know that they are important to you and bring value to your life.

I think that is good advice for any group of people.

On Thursday I was dreading the thought of giving up my Saturday. I treasure sleeping in, a slow breakfast, and being lazy for one day. But Jeff from Radio Merced gave me a free ticket to the “Nonprofit Management and Marketing” seminar at Merced College.

So the alarm went off at 6:00 AM, and after hitting the snooze a couple of times I reluctantly got up. I can now tell you that it was well worth the effort. It also reminded me of the wonderful resources that are often laying on the ground around us for little or no cost. That was true today.

The presenter was Linda Kissam. Aside from standing behind a high podium and computer screen, her presentation was extremely interesting and quite clear. I got the best understanding of how to write a mission statement that I’ve ever heard, thanks to her.

I went to the workshop to get marketing ideas for LifeSpring, but also found myself thinking about a couple of other organizations I’m involved in. The principles were universal. I especially liked her stress on showing gratitude to people and being reasonable in work expectations.

The speaker also gave us some excellent internet resources. One that I’m sure I will be using is How to Write a Mission Statement. I also think that the Nonprofit Good Practice Guide will be helpful.

Going to events such as this also gives a good picture of who is working to make the community a better place. Next to me sat a gentleman who was there for Habitat for Humanity. The director for United Way sat a couple of seats away from me. A friend from the Chamber sat next to me. At lunch I ate with the director of the SPCA.

All were united in their common desire to make the community better through their service. That’s worth imitating.

Whenever I have talked with church planters, a common warning comes from them. It’s always something like “Don’t surrender your vision to anyone.”

Many planters warn that disgruntled and baggaged people seek out new churches and attempt to shape them into their own vision. That vision can take the form of a particular kind of music, a church model, or even the kind of people sought after.

It has become very clear to me that church leaders have to know what they’re willing to go to the mat for, and those who follow their lead need to know that too. Ambiguity is an enemy to new churches.

One of the things I have been thinking about lately is teamwork. Working in teams has multiple benefits. The first is that it takes potentially harmful power away from individuals. It prevents autocratic action. Healthy churches are communities.

Teamwork also encourages individuals to use their ability and insight in productive ways. A leader who does not try to cultivate and enable mutual contributions is not “leading” well.

It takes time to develop this kind of involvement. Leadership trust has to be developed, and mechanisms that encourage teamwork have to be created.

Empowering leadership is the nature of true pastoring. The pastor exists for the sheep, not the reverse. This requires special attention on the part of the church leader.

Today I had two meetings to attend, one early this morning and the other in the late afternoon. The groups were highly diverse in membership, and the individuals very busy and responsible people.

Despite their differences, the members share a common interest and love of Merced city and county. You will see them all around town at various functions because they care about what happens here.

One of the groups is responsible for leading a program for developing high school leaders. Some of them just came back from a retreat with glowing reports.

The other group was invested with the responsibility for writing a mission statement for a business organization. That conversation was interesting and fun.

It is impressive to see the collaboration, passion, and determination of both groups. Any organization would be blessed to have people like that working for them.

Groups like this are more effective than individuals working alone because of their shared wisdom, insight, and experience. Effort increases exponentially. That’s a good way to work.

I recently had an interaction that caused me to think about the important matter of church DNA. DNA is the basic character of the congregation including what she values and how she goes about accomplishing her goals.

For several years I have believed that the leadership of a church is largely responsible for how members see themselves as well as the mission and methods of that church. For example, if the leaders do all the work themselves, the members come to see themselves as spectators or passengers rather than contributors.

One view of leadership, that I disavow, is that leaders sit at the front or top of an organization and dictate. In this view, the leader is the one invested with knowledge and wisdom and operates like a dispenser. Those who follow his/her leadership are trained to be dependent and weak. They often become discouraged and eventually quit.

Another view of leadership sees leaders as equippers and encouragers. They operate at the rear of the organization giving the people in their charge the opportunity and power to work. In organizations like this, people feel invested and responsible. This helps them to develop strength and energy.

The second kind of leadership takes time to mature. Failures will occur. By its nature this style of leadership is slower, but it develops a more mature membership.

John Maxwell says, “If you think you’re a leader and no one is following, then you’re only taking a walk.” Equipping leadership is true leadership that develops strong loyalties and follow-ship.

That’s the kind of leadership LifeSpring values.